GERVAIS AND ROB
Ø 42 years combined experience and knowledge Ø Lead Agile Adoptions and Transformations for
several companies
Ø 16 Years IBM tenure / Agile Thought Leader Ø Leads, trains, coaches teams and organizations
in Agile Teams and Enterprise Adoption Ø Agile Coach for Social Media, eCommerce,
Retail, Space, Software, SaaS, Telecom, and Financial Services companies
Relevant Certifications: PMP, ACP, CSM, CSP, CSPO, LeSS, SAFe SPC4, ACC, CISP, ICAgile Coach
AGILE IMPERATIVE Increasing corporate agility has become a strategic priority for organizations. The focus…..
ü Improve customer satisfaction
ü Increase market share
ü Decrease your operating expenses
ü Increase your revenue
ü Beat the competition or at least keep pace
ü Shorten your time to market
ü Improve employee performance
ü Reduce turn-over
FUTURE AGILE 2016 – 2020 Humanized Internet, Internet of Everywhere, Service IoT, Fewer Fancy Phones Cognitive Computing, Machine to Machine, Virtual Reality Grid Modernization, Solar Power Increase, Increase Reusable Energy, Waste Water as Asset Data Driven Healthcare, Cancer Ending, 3-D Print Organs, Cures from Bacteria Scarcity Ending Continuous Learning
Fulvia Montresor is Director, Head of Technology Pioneers for the World Economic Forum
HYPER-PERFORMING TEAMS • High Performing
• Good communication patterns
• Face each other and energetic
• Connect with each other • Side conversations and
connections • Explore and bring back
• Hyper-Performing • Excellent Communication
Patterns • Empathetic to each other
and infectious • Connect with each other
and outside team • Side and community
connections • Explore and bring back • Continuous learning and
application
Alex “Sandy” Pentland, MIT’s Human Dynamics Laboratory
Energy + Engagement + Exploration
IBM STUDY Hyper-Performing Teams over Individuals
Best Team = Complete 1 Week Slow Team = Complete in 2000 Weeks Mediocre Team = Complete in 1000 Weeks
Teams characteristics:
• Transcendent
• Autonomous
• Cross-Functional
New New Product Game by Takeuchi and Nonaka
TEAM FOCUS
Perception misalignment and world view
Balance between harmony and disharmony, every teams needs a deviant
John Holland – Process of Inference, Learning, and Discovery and J Richard Hackman, the Edgar Pierce Professor of Social and Organizational Psychology at Harvard University
Teams are real
Compelling Direction
Enabling Structures
Supportive Organization
Expert Coaching
TALENT ALIGNMENT
•Active Work •Other Tasks •Context Switching
•Active Work •Other Tasks •Context Switching
Stable Crews Tribes, Guilds, Chapters Competency Centers Revolving Experiences
T – Shape vs M-Shape
Reduce Context Switching & Unrealistic Work Loads
TEAM SIZE
What LimitsTeam 3—10 peopleScrum Master Supports up to 3 TeamsTeam Product Owner
Supports up to 3 Teams
Program Manager
Collaborates with up to 5 Scrum Masters
Product Manager
Collaborates with up to 5 Team Product Owners
One Product Manager or Program Manager can work, indirectly, with up to 15 Teams, and potentially up to 135 development and test-related personnel (Team members).
TEAM DEFINING
• Coupling (noun):
“A factor or relationship that connects one thing to another”
• Reflects frequency, number of dependencies
• Requires collaboration
and synchronization of effort
WorkitemsofTeammembersare/ghtlycoupled
Ø Collabora/onhappensconstantly
TeamsonaProjectaremoderatelycoupled
Ø Collabora/onhappensdaily
ProjectsinaProgramarelooselycoupled
Ø Collabora/onhappensasneeded
FOCUS #1 COMPLETE TEAM
Department / Expertise Billing Catalog Subscription Engineering Bob,
Carson Frank, Sanjay
Sandy, Jack
Quality Assurance Sue, Carlos Charles, Martin
Bernice, Henry
Database Design Ted Ted Giles User Experience Mark Julio Mark Technical Publications Yvette
Good
Bad
• A Team should include all areas of expertise aligned with the vertical application architecture
• A Team often spans departmental boundaries (matrix organization)
Value Stream Mapping
FOCUS #2 TEAM MOTIVATION
IDG Research and Motivation Factor
Energy + Engagement + Exploration
M Factor
External Internal
Self Identifying
M Factor
45% 55%
Dan Pink: Drive AND http://readingraphics.com/how-to-increase-motivation/
“Extrinsic motivators kill creativity”
FOCUS #3 TEAM EMOTIONAL INTELLIGENCE
EI = Self Awareness +Self Management SI = Social Awareness + Social Skill
Leadership That Gets Results by Daniel Coleman
• Collaboration within a Team is easy • The Team has its own plan and priorities
• Members of the Team collaborate to execute their plan
• Collaboration within the Team is easy and informal
• Adjusting to changes in scope or schedule is relatively simple, and usually requires no more than a short discussion
• Collaboration between Teams is harder • Collaboration requires planning to ensure
dependencies are addressed
• Changes in scope or schedule that impact cross-Team dependencies require re-planning the schedules of both Teams
Define Teams to minimize interfaces Have representation of QA/ Release Management in the release planning phases
Strategies 1. Feature Teams 2. Client and Server Teams 3. Component / Platform Teams
Cost of interaction increases with the number of interfaces!
FOCUS #5 REDUCE DEPENDENCIES
POWER START • P = Purpose
• O = Outcome
• W = WIIFM
• E = Energize and Engage
• R = Roles/Responsibilities
WORKSHOP TEAMS
Chief of Planes
Chief of Customer
Mentors
Mentor: Tally, Plane Target, Yells, Gets Help
WORKSHOP DETAILS
Build & Fly
1st Team done: 10 pts
2nd Team done: 8 pts
All Other teams: 2 pts
Create Brand
1st Team done: 10 pts
2nd Team done: 8 pts
All Other teams: 2 pts
Present Brand
Chief of Customer awards: 10 - ∞ Chief of Planes awards: 5 pts
10 MIN 10 MIN 5 MIN EACH
DARK AGILE IS REAL
Agile is Dead
Dark Scrum
Scaling Agile Does Not Work
Rise of Zombie Scrum
50% Failure Rate
DARK AGILE PATTERNS
Technocentrics
Self-Absorbed
Augmented Reality
Laissez-Faire Grand Unified Theory
AUGMENTED REALITY
Little or No Focus on Organization and Culture & Environment Individual Collective (Selective) Interior
LAISSEZ-FAIRE
Insufficient Focus or Alignment Across Quadrants Individual + Collective Interior + Exterior Minimalist
GRAND UNIFIED THEORY
Too Much Focus on Each Quadrants, No Synchronicity Individual + Collective Interior + Exterior Extermist